This paper appraises and evaluates more than three decades of empirical research on
strategic change. Strategic change research has traditionally built on either the deterministic …

We attempt to bring clarity to the concept of strategic leadership and guide its development
by reviewing and synthesizing the existing management literature on how top managers and …

Managerial risk taking is a critical aspect of strategic management. To improve competitive
advantage and performance, managers need to take risks, often in an uncertain …

We refer to the organizational transformation process of using digital technologies to
radically transform organizations as digital transformation. Yet, within and in-between …

Management scholars have demonstrated that CEOs look to cues provided from external
stakeholders when determining the direction and timing of strategic action. Research has …

In ever-changing environments, strategic change manifests as a crucial concern for firms
and is thus central to the fields of management and strategy. Common and foundational to …

Research summary Drawing on the demographic faultline perspective and the concept of
attribute‐specific faultlines, we investigate the effect of top management team (TMT) …

Top management teams (TMTs) and boards of directors (boards) face increasingly turbulent
environments as they strategically lead firms toward superior firm performance. The …

To deal with potential conflicts between the triple-bottom-line expectations of investors and
the performance of executives, firms can use incentives by integrating corporate social …

We examine how directors' political ideologies, specifically the board-level average of how
conservative or liberal directors are, influence boards' decisions about CEO compensation …